Objective: Understanding the client’s needs - Big Picture
1. What is your experience with Leadership Coaching so far?
2. Why are you interested in Leadership Coaching at this point in time?
3. How would you ideally want to use Leadership Coaching in your organization?
4. What results & benefits do you expect?
5. Do you want results to be measurable and guaranteed?
Objective: Understanding the client’s needs - Specific Needs
1. What are the main leadership culture and behavioral issues that you like to address in your organization (or ….. for this leader / group of leaders)?
○ What are leaders specifically doing or not doing that you like to address?
○ What leadership behaviors should leaders do more of?
2. What has your organization done over the last three years to address this?
3. Have you followed up to measure if & how leaders have become measurably more effective as a result of that (ref. Q2)?
4. How valuable would it be for your business performance if your leaders would be measurably more effective in the behaviors you just mentioned (ref. Q1)?
5. If we could guarantee to measurably grow leaders to be consistently more effective in these behaviors (ref. Q1) would that be of value to you?
Objective: Concisely explain the importance of involving coworkers and why our process differs from others for this very reason
Is coworker involvement optional? Can’t I just work with my coach? (OR Can’t our leaders just work with you?)
If results matter to you, then involving coworkers should matter too. Our expert coaches use a holistic approach that builds on conventional coaching methods by involving coworkers. This has proven to deliver more than 2X greater impact on overall growth, as well as being more connected to reality. This leads to better results, quicker.
Two things to consider here:
1. Who decides whether your organization’s products are effective or not? Your organization or your customers? Of course: your customers. The ones who consume, decide. Their perception is reality. (This will be explained in the next slide.)
The same is true for leadership. Who decides if a leader is effective? The leader or their coworkers? Again, the coworker’s perception is the leader’s reality.
2. Based on our experience and global research conducted with a million leaders, we know that 95% of leaders who involve coworkers in their leadership development get better.
The same research points out that leaders who do not involve coworkers in their leadership most likely do not get better in the eyes of their coworkers.
Why is perception change important?
Most people believe that changing behaviors is the key to becoming an effective leader. But behavior change is only the beginning to becoming more effective. Changing the perception associated with these behaviors is much more important.
Because coworkers’ perception of a leader is the reality of where the leader stands.
Just because you change a behavior(s) does not mean you become a better leader.
If your coworkers don’t perceive your changed behaviors as more effective, then you have only impacted yourself, whereas leadership is about impacting them!
To dive deeper, when you want to change a behavior, in essence, it is quite simple. You go out and do it. It is a change that you can personally make. What’s more difficult is changing the perceptions your coworkers associate with that behavior because it is not something you readily control. And one of the reasons is because once perceptions are formed around a behavior, that is what people look for and readily expect. It is how they have been conditioned by you . Coworkers are not actively looking for changing their perceptions. So the only way to change and become a more effective leader is to change these behaviors ALONG WITH the associated perceptions.
Though changing perception might be challenging, this is our expertise.
Our coaches and coaching process are most effective in supporting and guiding you toward success. This is backed by our 95% success rate and 98% satisfaction rate.
Our coaches focus not only on helping you change key behaviors, but at the same time involving coworkers to update their perceptions around those changed behaviors. All to make sure that your coworkers’ perception of yourself as a more effective leader becomes a new reality for you AND them.